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How can an organization’s culture affect its organizational structure
Structure of organization culture
Structure of organization culture
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Introduction
Organizations are social arrangement. If anyone desires to work in them or to administer them, it is essential to know how they function. Organizations combine science and people – technology and humanity. Unless we have qualified people to design and implement, techniques alone will not produce desirable results.
Management of human behaviour and chanalizing it into correct direction has become important. Application of motivational theories, art of leadership and skill of redesigning jobs and modification to organisational structure is an on going process that facilitates positive work environment leading to increased job satisfaction of employees, greater productivity and organizational growth.
Whenever people interact in
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As this definition implies, organizational culture has a cognitive and a symbolic component in its content. The cognitive component consists of mutual assumptions, beliefs, norms, and attitudes that the organization’s members share, and which also shape their mental (interpretative) schemes. Organizational culture therefore determines the way the organization members perceive and interpret the surrounding world, as well as the way they behave in it.
Relationaship between Organizational structure and Organizational culture
Organizational structure and organizational culture have a reliant connection with one another. In the business globe, management structure decides the behaviors, attitudes, dispositions and ethics that fashion the job culture. If a company's organizational structure is strictly hierarchical, with decision-making power centralized at the top, the company's culture will possible reflect a lack of freedom and autonomy at the junior stage. If a company's management structure is decentralized, with shared power and authority at all levels, the culture is likely to be more independent, personalized and
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It also provides its customers with some nice extras, like the choice of free Spotify, Sky Sports Mobile or Now TV subscriptions. It marketing products and services responsibly as th customer demand and communicating freely with honesty with the customer.it also protect its customaers rights. To achieve its goal it recruit and provide training to the best people and invest to improve their skill and fixed the attainable
An organization is a social unit of people that is designed and managed to meet a need or to pursue collective goals. All organizations have a management structure that determines relationships between the different activities and the members, and subdivisions and assigns roles, responsibilities, and authority to carry out different tasks. Organizations are open systems; they can affect and are affected by their environment (What is an organization? definition and meaning, 2013). Working in an organization individual’s deal with numerous issues. Drugs and alcohol abuse in organizations has become a main concern.
First of all, we need a definition for organization culture: Organizational culture refers to a system of shared assumptions, values, and beliefs that show employees what is appropriate and inappropriate
Organizational cultural is the system of shared beliefs and values that develops within an organization and guides the behavior of its members, while organizational structure is an expression of social and economic principles of hierarchy and specialization (Kinicki, 2015). Both the culture and the structure of an organization are important things for management to understand in order to successfully set and achieve an organization’s goals. Companies who excel in highly competitive fields can attribute their successful economic performance to a cohesive corporate culture that increases competiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their
Basically, organizational culture is the personality of the organization. It is one of those terms that are difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different from that of a hospital, which is in turn quite different from of a university. You can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear, etc. -- similar to what you can use to get a feeling about someone's personality.
Organisational culture can also be viewed as the unique pattern of shared assumptions, values, norms, attitudes, symbols, beliefs, rituals, socialisation, and expectations of the people in the organisation (Hellriegel et al., 2004: 357; Schein, 1992: 12). According to the definition by Hellriegel the base of culture is formed by shared assumptions, values and norms, and these cannot be observed.
The concept of organizational cultures was first raised in 1970s, and soon became a fashionable topic. Organizational culture is the shared beliefs, values and behaviours of the group. Theorists of organizations believe that organizational culture represents the pattern of behaviours, values, and beliefs of an organization. Hence, studies around organizational culture have been seen as great helpful and essential for understanding organizations and their behaviours. Additionally, organizational culture has been considered to be an important determinant of organizational success. Therefore, leaders and managers pay more than more attentions on this topic, focusing on constructing and managing organizational cultures.
Organizational culture is a key element in any company. It shapes the working environment and the way employees communicate, behave and perform. Organizational culture is ‘the set(s) of artifacts, values, and assumptions that emerges from the interactions of organizational members. An organization’s culture becomes the framework against which organizational
Organizational culture is a shared value system derived over time that guides members as they solve problems, adapts to the external environment, and manage relationship (Schein in Wooten and Crane 2003, Vol. 21(6), p.276). Organisational culture is about how things get done subtly without people watching so that the organisation runs smoothly. Organisational culture is needed so that company can run without hiccups and run efficiently. It shows organisation structural stability and patterning and integration (Schein 1997). Organisation culture also determines the type of leadership.
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...
Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act and perform their jobs. Many would ask how culture shapes an organization; in the following paragraph I will explain different views of organizational culture of various people. Culture is powerfully shaped by incentives. The best predictor of what people will do is what they are incentivized to do. Culture is a process of “sense-making” in organizations. Sense-making has been defined as “a collaborative process of creating shared awareness and understanding out of different individuals’ perspectives and varied interests.” Culture is a form of protection that has evolved from situational pressures. It prevents “wrong thinking” and “wrong people” from entering the organization in the first place. Organizational culture functions much like the human immune system in preventing viruses and bacteria from taking hold and damaging the body. The problem, of course, is that organizational
The concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990).
Increases quality and quantity of products and services and helps to achieve the goals of the organization.
Organizational culture represents the collective values, beliefs and principles of organizational members and is a product of such factors such as history, product, market, technology, and strategy, kind of employees, management style, and national cultures and so on(Needle, 2004.P. 75).
Organizations have different structures and cultures depending upon location, size, environment, etc. and have an impact on behaviour of its employees. It shows the flow of authorities, responsibilities and information of the business. Organizations can be structured on the basis of area, structure and functions.
Organisational culture is a key issue in any organisation, according to Mats (2012), it is central in all dimension of an organisation. Culture focuses on values, beliefs and expectation that company members come to share (Joanne, 2002). Corporate culture receives attention most times; however, there is lack of deeper understanding of how organization functions in terms of culture (Mats 2012). Schein (1985) suggested the view of culture in three levels, from the shallow to deepest. The three levels were Artefacts (which is the most visible of the organisation’s culture), Values (great level of awareness) and finally Assumptions (the part of culture that is most ignored). Schein (2010), further explained culture as a pattern of basic that has worked well enough to be considered valid and therefore, to be taught to new members as the current way to perceive, think and feel in relation to these problems. In addition, Culture is hard to explain precisely as it is developed over a period of time, which has an impact on individuals and group behaviours and actions (Mullins and Laurie 2013). There are different views of culture; however, the two major ones are Managerial and social science views (Pia 2013). The managerial view sees culture as an object; they see culture as a tool of management, which can be manipulated to achieve performance. While the social science see culture as a metaphor; which is an awareness of diversity of cultural assumptions & values underpinning different behaviours. Mullins and Laurie(2013) explained that organizational culture is formed based on factors such as History behind the creation of company, Primary function and technology, leadership, environment and strategies.